journey to excellence 2019 · 2019. 6. 26. · x x we don’t have enough time! i don’t think my...
TRANSCRIPT
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Journey to Excellence 2019
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Solving the biggest Problem with
Problem Solving
Gemma Jones
True North Excellence
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Before we start…
How easy is problem
solving in your
organisation?
Really easy!
Really hard!
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Before we start…
What do you think
makes it hard?
In as few words as possible
-
x
x
We don’t have enough
time!
I don’t think my people really understand how to
problem solve…
What we do is very complicated!
We have to get on with production!
We go round and round in
circles
So many different opinions…
Finding the
root cause is
impossible!
People are not really
interested…
Getting the right people in the same room is difficult
It’s never really
worked
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Different methods that can be
used for problem solving:
PDCA 8D DMAIC A3
DefineMeasureAnalyseImproveControl
No method
?
-
x
x
Plan Do Check Act
PDCA
ControlDefine Measure Analyse Improve
DMAIC
D5Possible corrective
actions
D6Implement CA
D7Define actions
D8Congratulate
team
D1Create Team
D2Describe
problem
D3Contain
D4Analyse Root
cause
8D
Root
Cause
Counter-
measures
Follow
up
Next
StepsBackground Problem Target Contain
A3
-
x
x
Plan Do Check Act
PDCA
ControlDefine Measure Analyse Improve
DMAIC
D5Possible corrective
actions
D6Implement CA
D7Define actions
D8Congratulate
team
D1Create Team
D2Describe
problem
D3Contain
D4Analyse Root
cause
8D
Root
Cause
Counter-
measures
Follow
up
Next
StepsBackground Problem Target Contain
A3
Common issue = the problem
solving starts here
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xAlbert
Einstein
"If I had an hour to solve a problem, I'd spend 55 minutes thinking about the problem and five minutes thinking about solutions."
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Root
Cause
Counter-
measures
Follow
up
Next
StepsBackground Problem Target Contain
IDEAL TIME SPENT (A3)
40% 10% 10% 10% 10% 10% 5% 5%
80% of the time spent in ‘Plan’ phase
Root Cause Counter-measures
ACTUAL TIME SPENT
80% of the time spent in ‘Do’ phase
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The biggest problem with
problem solving:
They do not understand the ACTUAL problem
Opinion
Opinion
Opinion Opinion
Opinion
Opinion Opinion
Opinion
Opinion Opinion Opinion
Opinion
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You cannot solve
what you do not
understand.
Fundamentally:
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The solution?
Spend time defining
the problem properly
…so you know exactly what the problem is
…so you can then solve it
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3 Key Elements:
GLSAPROCESS
MAPSSPEAK
WITH DATA
1 overriding principle:
No blame
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Go-Look-See-Ask
Key Element 1
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GLSA
where the problem is happening
at the process
what is happening
questions to fully
understand
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GLSA
Go where the problem is happening
Go as a TEAM
Introduce yourselves + explain
TIP: Smile while you are talking
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GLSA
Observe the area
Walk the process
Talk with those that work there
Take photos and short videos
TIP:
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GLSA
Step back and see the whole picture
Where is the process falling down?
Look from different perspectives
Make notes and list comments
TIP:
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Be gentle and curious
TIP:
GLSA
Explain the symptoms
Ask the operators what they think
FOCUS ON THE PROCESS
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where the problem is happening
at the process
what is happening
questions to fully
understand
Key Element 1
SUMMARY
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PROCESS MAPS
Visualise the process
Key Element 2
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PROCESS MAPS
Visual map of the process steps
So that everyone clearly
understands the process
And where in the process the issue
is occurring
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PROCESS MAPS
Exercise: DrawToast
Part One
Individually, on a sheet of A4
Draw a picture of how to make toast.
Use no words in your diagram.
Try to illustrate the important actions to
someone who has never made toast before.
Credit: Tom WujecTom is a Fellow at Autodesk where he helps leadership teams solve complex challenges and design their future with emerging digital technologies.
He is author of four best-selling books on creative thinking and design tools. For more information, visit tomwujec.com
A4
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Share your Toast ☺
Stick them up on the wallWhat is common?
NODESThe tangible objects
LINKSConnections between them
NODES + LINKS = SYSTEMS MODEL
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13 = leads to ‘mapshock’
Ideal = between 5 and 13
When drawn individually this way:
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PROCESS MAPS
Exercise: DrawToast
Part Two
Individually, on small sticky notes on A3 paper
Draw a picture of how to make toast.
Use no words in your diagram.
Try to illustrate the important actions to
someone who has never made toast before.
Credit: Tom WujecTom is a Fellow at Autodesk where he helps leadership teams solve complex challenges and design their future with emerging digital technologies.
He is author of four best-selling books on creative thinking and design tools. For more information, visit tomwujec.com
A3
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Share your Toast ☺
Stick them up on the wallWhat was different?
Clearly see step by step processRapid iteration – you could move them aroundAllows analysis and reflection
CLARITY
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Credit: Tom WujecTom is a Fellow at Autodesk where he helps leadership teams solve complex challenges and design their future with emerging digital technologies.
He is author of four best-selling books on creative thinking and design tools. For more information, visit tomwujec.com
FLIP CHART
Exercise: DrawToast
Part Three
In a group, on big sticky notes on FLIP CHART PAPER
Draw a picture of how to make toast.
Use no words in your diagram.
Try to illustrate the important actions to
someone who has never made toast before.
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Share your Toast ☺
Starts out messy, then gets messierTeam builds on each others ideasIntegrates diversity of individuals points of view
++SOPHISTICATED
Stick them up on the wallWhat was different?
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PRACTICAL TIPS
Turn through 45° to show a decision step
YES
NO
Use square sticky notes
Use a thick pen
Easy to read across the room and forces you to be concise
Peel notes sideways
PEEL
PEE
L
✓
Take photos of your process maps and email or print them
The Camscanner app makes this very easy
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SUMMARY
Process Mapping…
Key Element 2
Using sticky notes we can refine and iterate a
model fluidly
Working as a group we can produce detailed
models, incorporating different points of view
…helps us understand what is going on
ConversationsVisual Frame of Reference
CLARITY ACCURACY+ +=
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SPEAK WITH DATA
Facts not opinions
Key Element 3
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Part of the issue
here is
perspective
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Very often:
People jump in quick with opinion and feeling
There is finger pointing and accusations
People get defensive and demotivated
Team get derailed and follow the wrong path
…and then you get nowhere
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Remove opinion
and feeling
Focus on
facts and data
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HANS ROSLING1948-2017
Swedish Physician, academic, statistician and public speaker.
Trusted counsellor to UN Leaders, billionaire executives and Politicians.
Rosling took freely available data and presented it in a way to tell a story.
He explained the world with graphics.
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HANS ROSLING
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HANS ROSLING
Hans
developed
game-
changing,
creative
ways to
present
datawww.gapminder.org
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His team also developed ‘Dollar Street’
showing how photos can also be data
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Data Analysis ToolsCheck sheet Scatter Histogram
Pareto Control Chart
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PRACTICAL TIPSTry to KEEP IT SIMPLEDraw graphsmanually if possible
Find your Excel
Wizard
Stick your data on the wall
Give people time to digest it and think
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SUMMARY
SPEAK WITH DATA
Key Element 3
to focus on facts, not opinions
Make the data visual
Different perspectives
Be creative
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No blameProcess, not people
Overriding Principle
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How do people respond
if they feel they might be
blamed?
Defensive
ASHAMEDWORRIED
about their job
May try to cover up
Point the finger elsewhere
Keep quiet
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NO BLAME
Keep the focus on finding out
where the process is failing.
Not on finding out what
people are doing wrong.
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“When people are stressed,
they need to know that you care,
before they care what you know”
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Once you have:
GLSAPROCESS
MAPSSPEAK
WITH DATA
No blame
Making sure there is:
Then, you can define your problem
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xIf you can’t explain it
simply, you don’t understand it well enough.’
Albert Einstein
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Thank you
for listening and
taking part
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Any Questions?
mailto:[email protected]